ESSENTIALS
Synthesis of Lessons Learned
Entrepreneurship
Development
Background
A worldwide consensus on the critical role of
competitive markets and entrepreneurs in
economic development has emerged in the last
decade. In developing countries, the primary
barrier to economic growth is often not so
much a scarcity of capital, labour or land as it
is a scarcity of both the dynamic entrepreneurs
that can bring these together and the markets
and mechanisms that can facilitate them in this
task.
Concept
Entrepreneurship can be defined as the
process of using private initiative to transform
a business concept into a new venture or to
grow and diversify an existing venture or
enterprise with high growth potential.
Entrepreneurs identify an innovation to seize
an opportunity, mobilize money and
management skills, and take calculated risks to
open markets for new products, processes and
services.
Evaluation Office
No. 2, December 1999
Entrepreneurship development (ED) refers
to the process of enhancing entrepreneurial
skills and knowledge through structured
training and institution-building programmes.
ED aims to enlarge the base of entrepreneurs in
order to hasten the pace at which new ventures
are created. This accelerates employment
generation and economic development.
Entrepreneurship development focuses on the
individual who wishes to start or expand a
business. Small and medium enterprise (SME)
development, on the other hand, focuses on
developing the enterprise, whether or not it
employs or is led by individuals who can be
considered entrepreneurial. Furthermore,
entrepreneurship development concentrates
more on growth potential and innovation than
SME development does. However, many of the
lessons learned from experiences in both types
of development are similar.
This note on entrepreneurship development
complements reviews of evaluation-based
lessons that appear in two other issues of
Essentials: one on small and medium enterprise
development (no. 1), the other on microfinance
(no. 3).
 family environment which is oriented towards
Lessons Learned business.

Try to think like an entrepreneur when

1. Begin with a clear understanding of the designing ED projects, and involve private-
feasibility and objectives of the sector representatives in the design process. In
determining the feasibility of the ED
programme, focusing on the development
programme, do not erroneously assume that
of ventures with the potential for rapid
entrepreneurship is an exclusive characteristic
growth.
of high-tech or knowledge-intensive
enterprises. Entrepreneurs can be found in all
There is a pervasive tendency to equate
fields.
entrepreneurship development (ED) with self-
employment. Many self-employed individuals
Example: A 1992 evaluation of a UNDP
are indeed entrepreneurs, but the majority are
International Labour Organization (ILO)
not. Their businesses are simply
entrepreneurship and technical training
microenterprises in the informal sector, with
programme in Kenya resulted in the
little growth potential. The promotion of self-
recommendation that “…electrical engineering
employment is a worthwhile objective, but it
graduates at a national polytechnic should be
should not be confused with ED.
considering such ideas as setting up a small
Entrepreneurship development programmes
firm as a partnership among several graduates,
that in reality focus only on self-employment
with service centres in three towns under a
are less likely to succeed in creating economic
unified logo, followed by a franchise-type
growth.
outreach to other towns after an initial success.
At the moment, the emphasis is too oriented
What to do?
toward one-person self-employment.” (Source:
UNDP, CEDAB, KEN/90/012)
Determine from the start whether the real focus
is entrepreneurship or self-employment; then
decide on the objectives accordingly.
Entrepreneurship development should be about 2. Develop criteria to select carefully the
helping people start and grow dynamic target group that is the most
businesses that provide high value added. In entrepreneurial.
determining the difference, it is useful to look
at potential growth sectors or geographic areas Entrepreneurship development programmes
and to explore criteria for selecting require a selection process that attempts to
beneficiaries who are entrepreneurial. A needs identify those target groups that have some of
assessment before programme formulation is the key prerequisites for entrepreneurial
useful. An analysis of high-growth economic success. While it can be argued that public
sectors enables more focused support to funds should be spent on those who most need
entrepreneurs in the most promising sectors of help, a selection process deploys limited
the economy. resources where they are most effective, to the
overall benefit of the community. Beneficiaries
To identify risks and determine the likelihood may be individuals and/or groups.
of success, identify the factors that affect the
levels of entrepreneurship in a country. These
factors include the perception of opportunity,
degree of respect accorded to entrepreneurs, What to do?
acceptance of wide disparities in income and a

UNDP, Evaluation Office ESSENTIALS • Entrepreneurship • 2

The selection of those who are most likely to
succeed as entrepreneurs should be based on
clear and transparent criteria. For example,
entrepreneurs are characterized by the need to
be independent, to create value, to contribute to
family and society, to become rich or, quite
often, not to be unemployed. Potential
entrepreneurs display initiative and ambition,
have business sense and foresight, and are
decisive. They are agents of change who
accelerate the generation, application and
spread of innovative ideas.
Most businesses are conventionally started by
men aged 25-44. Focused programmes to
encourage entrepreneurship in other groups are
effective means of increasing the volume of
entrepreneurial activity. Promising
entrepreneurs should be nurtured and helped to
serve as role models and mentors for their
communities. Measures to target groups rather
than individuals can mitigate income inequality
and be effective in empowering disadvantaged
groups, especially women, youth and
minorities. For example, the formation of
voluntary cooperatives allows groups of
prospective entrepreneurs to help each other.
Examples: UNDP and the United nations
Conference on Trade and Development
(UNCTAD) have had good success with the
Empretec (empreendedores y technologia)
Programme for stimulating enterprising
persons to build enterprises, which started in
Latin America and is now in African countries.
The relative success of the Empretec
programmes in these regions is due in large
measure to this careful selection of persons
with enterprise and initial motivation. (Source:
United Nations, Economic and Social Council
(ECOSOC))
The evaluation of the UNDP/ILO women’s
entrepreneurship project in Nepal found that
“Group formation among women
entrepreneurs who live near to one another, for
example, in the form of a credit and savings
group, means that credit facilities which may
otherwise not be available can be tapped and
that women can organize relevant social
UNDP, Evaluation Office
security mechanisms (emergency fund, etc.) by
and for themselves. Other advantages may be
economies of scale, for example, by the joint
buying of raw materials, and marketing.”
(Source: UNDP, CEDAB, NEP/88/050)
For a UNDP entrepreneurship project in
Tanzania, "pilot results clearly demonstrate the
validity of the process, particularly in the more
effective use of local government for
community needs assessment, identifying and
selecting youth and women's groups….".
(Source: UNDP, CEDAB, URT/88/025)
3. Identify the market through an
intensive preparation process, searching
for innovation and growth potential.
In programmes focusing on self-employment,
companies have often tried to copy other
successful enterprises, but they failed since the
demand was not sufficient to support the
additional supply. In some cases, the
programmes themselves have reinforced this
trend towards “cookie-cutter” business, often
erroneously supposing them to be less risky.
However, successful entrepreneurial businesses
are those which meet a previously neglected or
unforeseen need or do something better than it
was done before.
What to do?
An entrepreneurship development programme
should help aspiring entrepreneurs to recognize
and design unique, innovative business
opportunities, based on an analysis of local
conditions and their own special skills. The
programme can help the entrepreneur to
diversify based on his/her basic knowledge of a
product or skill in a certain sector without
distorting the local markets. In a truly
entrepreneurial approach, innovative capacity
matters more than the size of the market.
Diversification can be accomplished by
introducing a novelty or new product feature,
stressing quality or value added, anticipating a
new market or even creating a market.
ESSENTIALS • Entrepreneurship • 3

Business opportunity surveys may provide
advice to entrepreneurs, but they must be
analysed in the context of the specific market
situation in each case. To determine market
potential, it is useful to conduct a needs
assessment or demand survey before
programme formulation. The final decision
should remain with the potential entrepreneur
without undue pressure from the project or ED
sponsor.
In spite of extensive market surverys, some
businesses will fail. The closure of
unsuccessful firms is a normal part of the
entrepreneurial process, allowing resources to
move to more productive uses. This does not
necessarily mean that the company goes
bankrupt; it may close for other economic or
personal reasons.
Examples: The evaluators of the UNDP
women’s entrepreneurship development
programme in Nepal remark that
“Entrepreneurs who have not had much
business exposure and cannot or are reluctant
to take risks will often copy successful business
ventures in their immediate environment. Make
sure that there is a market for the same types of
products or services in the project site. If not,
convince the potential entrepreneurs to
diversify.” (Source: UNDP, CEDAB,
NEP/88/050)
The evaluation report of the Sri Lanka project
goes on to say “Unless extension efforts are
directed to help entrepreneurs be selective
about the closest business opportunity at hand,
fledgling entrepreneurs can find themselves
worse off than earlier, unemployed, frustrated,
discouraged and now also in debt.” (Source:
UNDP, CEDAB, SRL/87/035)
Any export-driven initiative needs to be highly
selective. An evaluation of a project in
Uzbekistan on handicraft development found
that the entrepreneur associations needed to
separate the products which are for export, i.e.,
those that have a high value added and that are
UNDP, Evaluation Office
differentiated from souvenir goods sold locally
in tourist shops. The niche market where the
Uzbek products have a specific global
advantage will change once the products are
copied so the entrepreneurs must adapt and
follow the trend from market feedback.
(Source: UNDP, CEDAB, UZB/98/005)
4. Provide support through an
independent, private-sector-based
organizational structure.
To date, most entities providing ED
programmes in developing countries have been
public-sector organizations. They have not
proven themselves to be the most effective
channel of support since they themselves are
not entrepreneurial in approach and experience.
In some cases, donor programmes provide
support services directly, distorting local
markets and competing with local providers of
business development services. Successful
programmes are usually based in a private-
sector framework, without government
interference but with government support.
What to do?
Donors should identify private organizations
that are well situated to implement innovative
and cost-effective entrepreneurship
development programmes. A good ED sponsor
is often characterized by being development-
oriented and having operational autonomy,
business connections and flexibility for
promotional, fund-raising and coordination
tasks. It could be a university, a non-
governmental orgainzation (NGO), a private
consulting company or a specially established
foundation based on public-private
partnerships as in the cases of some of the
Competency-based Economies through the
Formation of Enterprises (CEFE) and
Empretec programmes, a private-public
partnership developed for the purpose, or even
a purely private and commercial entity. Also,
large enterprises which face the prospect of
large work-force reductions can soften the
ESSENTIALS • Entrepreneurship • 4
social costs of the resulting unemployment by
sponsoring ED programmes.
ED sponsors based in a private-sector setting
should have easy access to business
development services that already exist in the
community. The sponsor does not need to
possess all the expertise necessary; it can call
on other available specialists in the fields of
financing, counselling, marketing, quality
assurance, and other support.
Plan from the outset to recover progressively
higher proportions of the service costs
provided by the ED sponsor. This ensures the
sustainability of the support institution and
helps the entrepreneur to reflect real costs in
his/her product. Where the sponsor is privately
based, it is often easier to recover costs from
the services.
Examples: A UNDP programme in China
works with the local Women's Federation and
combines training, credit and business
incubation to encourage the formation of
entrepreneurial new businesses by women laid
off by State enterprises that are restructuring.
“Project Noah”, sponsored by South African
Breweries, a large private corporation, is
providing entrepreneurial competencies for
alternative livelihoods to laid-off employees,
mostly from disadvantaged communities. A
business incubator (see p.6) supplements this
effort.
The Ethiopian and Nigerian entrepreneurship
development programmes suffered from State
interference and were then unable to attract
external resources. The Guinea and Senegal
programmes and Empretec in Ghana and
Zimbabwe received strong donor support since
they were relatively autonomous. (Source;
United Nations, ECOSOC)
In Uzbekistan, a UNDP project on handicraft
development established a strong, positive
relationship with the museum in Samarkand to
support the craft entrepreneurs. (Source:
UNDP, CEDAB, UZB/98/005)
UNDP, Evaluation Office
The Uruguay programme has diversified its
products, including training of government
staff and rural women. It benefits from strong
support from the Banco Republico, where it is
based, and recovers around one third of its
expenses as fees for training and other work.
(Source: UNCTAD)
5. Decide on a basic methodology that
integrates the entrepreneurship
development elements with other support
and follow-up.
Earlier, the minimalist approach of providing a
single service to entrepreneurs was often
favoured. In today’s complex environment, a
multifunctional continuum of support to
entrepreneurs can be more effective. A phased
approach may also be required, depending on
the needs of the entrepreneurs and their
enterprises.
What to do?
Entrepreneurial development programmes may
have to include support for (a)
entrepreneurship orientation and awareness, (b)
the development of the competencies (skills,
experience and attitudes) necessary to
recognize a market opportunity and organize
the resources to meet it, and (c) the
improvement of business performance for
growth and competitiveness.
ED training is usually more effective when
linked to finance and other services such as
marketing, quality assurance and productivity
improvement. For example, involving the
development banks at an early stage of the
support process helps to prepare the
entrepreneur for the credit process and
facilitates the bank’s appraisal of the business
plan.
A balance must to be struck between over-
loading an ED programme with numerous
service needs and providing an effective,
integrated package. This may be addressed by
ESSENTIALS • Entrepreneurship • 5
coordination between programmes or ED
providers so that each provides a different and
specialized service. Programmes usually begin
with developing competencies and move on to
supporting the trained candidate with
counselling and other business support.
One mechanism for integrated support is
business incubators. An incubator nurtures
early-stage businesses through continuing
entrepreneurship development, counselling and
administrative services and by accessing
external professional support and facilities all
under one roof. It is particularly relevant where
intensive assistance is appropriate. A business
started in an incubator has a better chance of
survival than one starting outside one, but the
assistance of an incubator is limited to a small
group of promising enterprises and it is often
difficult to “graduate” the companies when
they have developed sufficiently.
Examples: The women’s entrepreneurship
development project in Nepal found that
"Women who cannot meet the basic needs of
themselves and their families are often keen to
undertake income-earning activities, but they
face many constraints. An integrated package of
assistance, therefore, has to be provided, which
often cannot be limited to training in
entrepreneurship, confidence-building and
technical skills, and provision of microcredit
facilities. The assistance of other agencies will
have to be sought to provide support services,
such as literacy training, health care and water
supply." (Source: UNDP, CEDAB, NEP/88/050)
Evaluations of incubator programmes in
Brazil, China, Nigeria and Zimbabwe indicate
that (a) since this modality is relatively recent,
a feasibility/business plan process is needed to
mobilize support from sponsors; (b) initial
investment/working capital is required, usually
from public sources, before the incubator
operations are stabilized; and (c) the selection
and training of the incubator management
team are critical to its success. (Source:
RAF/88/099, RAF/88/T03)
UNDP, Evaluation Office
The Empretec programmes, supported in Latin
America by UNCTAD and in Africa mainly
through UNDP, have mobilized strong
business, consulting, banking, university,
community, donor and government capacities
in order to amplify the in-house efforts.
(Source: UNCTAD)
Programmes in Guinea (Programme rural
intégré pour le développement de l'entreprise
(PRIDE)), Niger and Senegal enhanced their
performance as they moved from only credit or
training towards the integration of training
with credit. This lesson was reinforced by the
World Bank experience: disbursements of
some $4 billion as loans to small enterprises
from 1975 to 1991 were generally found to be
ineffective. Now financial services are being
linked to the non-financial. (Source:
www.worldbank.org)
6. Create special measures to develop the
desired competencies of trainers and
facilitators.
Success also depends on the quality and
commitment of the trainers and facilitators.
They should become an integral part of the
target group and understand its culture and
needs. Criteria for the selection of trainers
include some business experience and an
intimate knowledge of the local business
environment. Training of the facilitators may
enhance their effectiveness in addressing
entrepreneurial needs.
What to do?
Include the training of trainers and facilitators
in the programme. For example, the trainers
employed by the ED sponsor may have basic
business or private-sector experience but need
more exposure to entrepreneurial approaches.
Encourage innovative approaches to learning
through, for example, the formation of
ESSENTIALS • Entrepreneurship • 6
entrepreneur clubs under the guidance of a
facilitator. This informal means of sharing
experiences on common problems among like-
minded people, trading goods and services,
camaraderie and learning from each other can
be an integral component of training
programmes.
Programmes can also help to orient educators
and the educational curricula to the relevance
of entrepreneurship development. Vocational
schools and university programmes, especially
in such fields as business and engineering, can
encourage students to apply their skills by
starting new businesses and they can assist
them in doing so. At the primary and secondary
levels, it may be most appropriate to focus on
developing entrepreneurial attitudes.
Examples: In Empretec programmes, the
"empretecos" meet regularly in the city,
country and among countries in Latin America.
Brazil organizes regional fairs every year
where "empretecos" can exchange experiences
and identify business opportunities. (Source:
UNCTAD)
In programmes of the Entrepreneurship
Development Institute, in India, one of the few
campuses anywhere devoted exclusively to ED,
the facilitator stays with the trained
entrepreneur through the initial stages of
starting and stabilizing the new firm.
SEBRAE, the Brazilian Service for Small
Enterprises, has introduced a school
curriculum in Belo Horizonte, Minas Gerais
State, where all instruction is centred on
aspects of entrepreneurship.
Starting in Nepal in 1980, the CEFE
International Network, sponsored by
Gesellschaft für Technische Zusammenarbeit
(GTZ), now consists of 200 institutions in 60
countries. It trains 100,000 persons annually
through 2,000 "CEFistas" (national trainers).
Its success is due to the commitment and
competence of the local staff.
UNDP, Evaluation Office
7. Launch a pilot entrepreneurship
development programme and expand to a
national network as warranted.
Entrepreneurship development programmes
have often been too ambitious in terms of
geographical areas covered and number of
entrepreneurs targeted. The selection of the
initial target area can depend on the availability
of support institutions and on the interest in
entrepreneurial development among
beneficiaries, which can vary considerably
from one geographical area to another. A pilot-
or preparatory-phase feasibility analysis can be
effective in launching a major ED programme.
Programmes of demonstrated performance
could then be expanded through national and
subsequently regional networks, based on
lessons learned.
What to do?
Donor-supported programmes can help to
initiate a promising development by testing it
on a pilot scale to demonstrate its usefulness
and transferring the experience to the local host
institution. For rapid transfer and subsequent
replication, the local institution should take the
initiative to further adapt, improve and apply
the ED programme. From the initiation and
design of the programme onwards, the local
host institution should be responsible for the
programme, with technical support depending
on need.
The nature of entrepreneurial activity often
varies across regions owing to differences in
demography, wealth, education, infrastructure
and occupational profile. Plan carefully for
expansion to other areas or groups, taking these
factors into account, while continuing to
strengthen and consolidate existing support
networks. Entrepreneurship development
requires long-term commitment.
In cases where local institutions already have a
market base, the donor behind the ED
programme should not dictate which regions to
intervene in - this may jeopardize the realistic
ESSENTIALS • Entrepreneurship • 7
expansion of the support and hamper the local
institution - since it lacks knowledge of that
area.
Examples: The Uruguay Empretec programme
is now being linked to a technology incubator
in Montevideo. Conversely, Corporación
Innovar, an incubator in Bogota, hosts and
implements the Empretec programme in
Colombia. UNDP-supported pilot incubator
programmes in China and Uzbekistan have
been expanded nationwide in order to create
growth-potential ventures and revive
entrepreneurship in restructuring countries.
The ILO Start and Improve Your Business
(SIYB) programmes are essentially for self-
employment and enterprise management. In
South Africa, the project tested and adapted
the training materials and translated them into
a number of local languages. During the pilot
period, 16 organizations participated, and
after six months, 75 local organizations were
waitlisted to benefit from the expanded
programme. Interest was also generated by the
training provided to the local organizations to
enhance their capacity to support
entrepreneurs. (Source: www.ilo.org, go to
siyb)
Having started in 1988, Empretec is now
operating in 10 countries (Argentina, Brazil,
Chile, Colombia, Ghana, Morocco, Nigeria,
Uruguay, Venezuela and Zimbabwe). Well over
10,000 "empretecos" (one third of them
women) have participated in ED workshops
and related follow-up services. (Source:
UNCTAD)
8. Internalize the entrepreneurship
development support system so that it has
the momentum and capability to continue
and expand through local efforts.
Support systems that are actively driven by
external sponsors often take a longer time to
become sustainable. Internalization of the
entrepreneurship development programme by a
UNDP, Evaluation Office
variety of local sponsors helps to expand the
support network and move towards
sustainability when donor support declines.
What to do?
It is imperative that ED programmes create a
strong local sense of ownership by involving
local organizations and building local
capacities from the start. Work with existing
institutions where available, and avoid
programming missions with limited inputs
from the local institutions and beneficiaries.
Advocacy on the importance of ED and
preparatory efforts in building local support for
the programme are often as important as the
technical assistance provided. Promotional
activities aimed at civil society can also
support internalization by changing the culture
around entrepreneurship, for example, by
encouraging rewards for taking measured risks
and by considering bankruptcy as a lesson
learned, not a terminal failure.
Examples: The experience of the German-
initiated CEFE International Network shows
that sustainability comes from the motivation
and energy of the institutional structure. The
numbers of CEFistas trained worldwide are
growing rapidly, with limited support from the
GTZ/German Government. The focus is on
developing personal competencies through
knowledge and experience, on recognizing
one's strengths/weaknesses in the context of
new opportunities, and on mobilizing money,
people, information and networks in pursuit of
a goal. This essentially sustainable network is
a result of the internal drive of the national
CEFistas themselves -- what CEFE calls the
“inside-out principle”.
One lesson emerging from the United nations
Industrial Development Organization
(UNIDO) Viet Nam programme is that the
local institution should develop a longer-term
and more focused strategy in cooperation with
additional partners. (UNIDO, Training
Programme for Women Entrepreneurs in the
Food-Processing Sector: Report of the
Evaluation Mission, February 1998)
ESSENTIALS • Entrepreneurship • 8
Sustainability is also influenced by other
success factors. For Empretec, these included
clear policy guidelines, assurance of initial
funding, government involvement only in
supportive tasks, a strong counterpart
organization, representative advisory board,
national directors all fully familiar with
private-sector dynamics, identification of
strategic niche markets and selectivity in the
choice of participants. Other reasons for the
relative success of the Empretec programmes
include in particular: basing programmes
usually in a national bank as a foundation;
insistence on presenting business plans after
an initial workshop; and training of the
trainers. The good results led to high client
satisfaction, which reinforces sustainability.
(Sources: Geneva meeting, December 1997, to
review ten years of Empretec experience: see
UNCTAD paper No. I-14 and DFID paper No.
I-13 presented at International Conference,
Rio de Janeiro, March 1999; UNCTAD report
to ECOSOC E/C.10/1994/9; Report of
Evaluation Mission of Ghana project, July
1992.)
9. Successful entrepreneurship also
depends on supportive and coordinated
government policies.
Entrepreneurship is conducive to economic
growth and the creation of employment.
Government programmes and policies have a
significant impact on the level of
entrepreneurship within a country. While many
governments profess support for
entrepreneurial businesses, they often lack
specific policies and coordinated programmes
designed to support entrepreneurial activity.
What to do?
Liberalizing imports, ending public monopolies
and opening public services to private-sector
provision of goods and services enhance the
conditions for entrepreneurship. Fostering
entrepreneurship involves ensuring that
UNDP, Evaluation Office
markets for capital, labour, goods and services
are working well. It also requires that
impediments to entrepreneurship be removed
and that conditions be established in which
innovation and risk-taking can flourish.
Government policy-makers also seek to foster
entrepreneurship through programmes which,
for example, augment the supply of
information, encourage networking, facilitate
the provision of finance, and seek to create
positive attitudes towards entrepreneurial
activity.
Focused policies that facilitate access to
finance, professional services and training for
start-up companies, that simplify business
registration, reporting and taxation, etc. are
essential to entrepreneurial venture creation.
Seminars and the study of entrepreneurial
development abroad can be included in
programmes addressing entrepreneurship
policy.
Where numerous ED programmes are already
in operation, donors may be able to make the
greatest contribution by creating a forum in
which existing programme sponsors can
exchange views and begin to work in synergy.
Strengthening the capabilities of governments
and NGOs to evaluate such programmes can
also be an effective means of minimizing
unnecessary duplication.
Examples: The report of the 1991 evaluation
in Sri Lanka notes that "Probably the most
important amongst the advisory services to be
provided to Government under this project is
advice about a national strategy for
entrepreneurship and enterprise development."
(Source: UNDP, CEDAB, SRL/87/035)
The 1991 evaluation of the employment
creation programme in Bangladesh noted that
multiple government, NGO and donor
programmes offering similar services in the
same upazilas (districts) caused confusion and
frustration and hampered the effectiveness of
each intervention. (Source: UNDP, CEDAB,
BGD/91/004)
ESSENTIALS • Entrepreneurship • 9
 ✻✼ ✻

UNDP, Evaluation Office ESSENTIALS • Entrepreneurship • 10

UNDP Evaluations Consulted in the Central Evaluation Database (CEDAB)

BGD/85/151, BGD/85/220, BGD/91/004, CAR/92/007, CMB/92/010, EGY/92/007, GHA/87/021,

GHA/88/002, GHA/89/006, INS/83/014, KEN/90/012, LIR/87/007, MLW/88/022, MLW/92/019,
MOZ/92/007, NEP/88/050, NIR/83/040, PHI8/7/005, PNG/92/013, PNS/80/001, RAF/88/099,
RAS/86/018, RAS/86/075, SIL/87/003, SOI/88/002, SRL/87/035, SUD/91/004, SWA/86/001,
URT/88/025, UZB/98/005, VAN/85/002, VAN/88/004, ZAM/86/006

Selected Readings

• Bygrave, W. D., The portable MBA in entrepreneurship, John Wiley & Sons, Inc., 1994.
• Committee of Donor Agencies for Small Enterprise Development, papers presented at the international
conference on building a development services industry for small enterprises, Rio de Janeiro, March
1999.
• Drucker, P., Innovation and entrepreneurship: practice and principles, New York, Harper & Row
Publishers, 1985.
• Gibson, A., "The Empretec Ghana Foundation – a broad product portfolio organization", Small
Enterprise Development, London, Intermediate Technology Publications (ITP), June 1999.
• International Journal, London, ITP.
• Kauffman Center for Entrepreneurial Leadership, Global entrepreneurship monitor 1999 executive
report, 1999.
• Lalkaka, R., and Lalkaka, D., Innovation and entrepreneurship under conditions of global change,
International Conference on Management of Technology, Cairo, 1999.
• Louks, K., Training entrepreneurs for small business creation: lessons from experience, Geneva, ILO,
1988.
• Organization for Economic Co-operation and Development (OECD), Fostering entrepreneurship,
Policy Brief No. 9, www.oecd.org/publications, 1998.
• Pareek, U., and Rao, T. V., eds., Developing entrepreneurship: handbook, Indian Institute of
Management (IIM), Ahmedabad, 1978.
• Sexton, D. L. and Smilor, R. W., Entrepreneurship 2000, Chicago, Upstart Publishing Co., 1997.
• Tomecko, J. and Kolshorn, R., "Promoting entrepreneurship – the CEFE method", Small Enterprise
Development, London, ITP, December 1996.
• United Nations, Economic and Social Council (ECOSOC), Committee on Transnational Corporations,
Report by the UNCTAD Secretariat: entrepreneurship and enterprise development, Geneva, May 1994.
• UNCTAD, The Empretec Programme in selected Latin American countries: an assessment.
• UNDP, Results-oriented monitoring and evaluation: handbook for programme managers, New York,
1997.
• World Bank, Lending for small enterprises 1989-1993, Webster, Riopelle and Chidzero.

Contact Institutions

Committee of Donor Agencies for Small Enterprise Development (CDASED)

www.ilo.org/public/english/65entrep/isep/bds/donor/index.htm

UNDP, Evaluation Office ESSENTIALS • Entrepreneurship • 11

www.bellanet.org/sed/performance
!" Go to www.ilo.org. Then click on Department home page, click on Small enterprise development,
click on Business development services, click on Committee of donor agencies.

International Labor Organization, (ILO)

www.ilo.org/public/english/65entrep/entman or contact entreprise@ilo.org
!" Go to www.ilo.org. Then click on Department home pages, click on Entman, click on Siyb.

International Small Business Consortium, www.isbc.com/isbc/

International Trade Center (ITC), UNCTAD/WTO, www.intracen.org

Kauffman Center for Entrepreneurial Leadership, www.entreworld.org

Telephone 888-777-4769

United Nations Conference on Trade and Development (UNCTAD), www.unctad.org and

www.unctad.org/en/subsites/empretec/empretec.htm
!" Go to www.unctad.org. Under Project subsites, click on Division on investment, technology and
enterprise development, click on Enterprise development, click on Empretec.

United Nations Development Programme (UNDP),

www.undp.org/psdp/eed/eed_index.html
!" Go to www.undp.org/psdp. Then click on Overview, click on Entrepreneurship and enterprise
development.

United Nations Educational, Scientific and Cultural Organization (UNESCO), www.unesco.org

United Nations Industrial Development Organization (UNIDO), www.unido.org and

www.unido.org/doc/what.htmls
!" Go to www.unido.org. Then click on What we do, click on Entrepreneurship development.

World Association for Small and Medium Enterprises (WASME), www.wasmeinfo.org/home.htm

World Bank, www.worldbank.org/html/extdr/topic-psd.htm

!" Go to www.worldbank.org. Then click on Topics and sectors, click on private sector development.

Evaluation Office (EO) Telephone: (212) 906 5095

United Nations Development Programme (UNDP) Fax: (212) 906 6008

One United Nations Plaza Intranet: intra.undp.org/eo

New York, NY 10017 Internet: www.undp.org/eo

UNDP, Evaluation Office ESSENTIALS • Entrepreneurship • 12